Saskatchewan Library
Trustees’ Association
Strategic Communications Plan
September 1, 2014
Submitted by:
Noah S. Wernikowski
Communications Consultant
Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
CONTENTS
Introduction ....................................................................................................2
Strategic Analysis ............................................................................................2
Objective.........................................................................................................6
Strategies ........................................................................................................6
Target Audiences ............................................................................................7
Tactics .............................................................................................................8
Evaluation .......................................................................................................11
Conclusion ......................................................................................................12
Appendix.........................................................................................................13
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
I.
Introduction
The Saskatchewan Library Trustees’ Association (SLTA) is an association of public library trustees that
advocates for and supports the Saskatchewan public library community. It represents over 300 public
libraries and more than 2,500 trustees throughout Saskatchewan. It regularly meets with provincial
decision makers to inform them of the current successes and challenges experienced by the
organizations it represents.
According to its mission statement, the SLTA exists: to promote and foster the development of libraries
and library services in Saskatchewan; to provide for the exchange of ideas and experiences among the
library board members through conferences and library publications; to assist members by
understanding their responsibilities as library trustees; to cooperate with associations of library trustees
outside the province; to seek improvements and foster necessary changes in the legislation affecting
Saskatchewan libraries; and to work in close cooperation with the Saskatchewan Library Association.
The SLTA has identified a need to develop a communications strategy. The organization believes
developing a communications strategy will help the organization realize its vision and, ultimately, will
help ensure the viability of Saskatchewan public libraries into the future.
The SLTA Strategic Communications Plan was developed by Noah Wernikowski, a Communications
Consultant hired for the period of June 1, 2014 to November 31, 2014. In developing this plan, the
Communications Consultant analyzed data gathered from a series of informal interviews with
Saskatchewan library partners, as well as surveys distributed to each of the Saskatchewan public library
systems. The survey can be found in the appendix. Its response rate was 90%.
II.
Strategic Analysis
Since its earliest days, Saskatchewan has developed a province-wide system of libraries to benefit its
citizens. Today, the landscape of libraries in the province is vast and varied, consisting of many different
types of libraries and autonomous library partners. Post-secondary educational libraries, special
libraries, a provincial library, school libraries, and an extensive public library system work
“independently, but together” to provide access to quality information and other services.
Public library systems are active in all areas of Saskatchewan. The province is served by seven library
regions: Wapita Regional Library, Lakeland Library Region, Parkland Regional Library, Wheatland
Regional Library, Palliser Regional Library, Southeast Regional Library, and Chinook Regional Library; two
major urban library systems: Regina Public Library and Saskatoon Public Library; and the federated
northern Pahkistimon Nuye-ah Library System. Each library system works in different geographical areas
with varying resources. They face differing challenges, but work towards a common goal: together,
these organizations maintain over three hundred library branches to provide all people in Saskatchewan
with free and equitable access to informational, recreational, and educational services.
Although library systems differ in many significant ways, common concerns, challenges, themes, and
other points of interest emerged during the research process:
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
Libraries are widely supported
“If there was a challenge to the continuance of the public library or a public library branch, it is firmly
believed by society that everyone would rally and overturn such a decision.”1
The majority of respondents noted that many library users appreciate and understand the important
role libraries play in their community. Over 50% of people in Saskatchewan have a valid library card.2
Additionally, there is not a significant portion of the population which is vocally opposed to public
libraries. Generally speaking, people living in Saskatchewan support libraries and provincial news media
are interested in pursuing stories about libraries and their successes.
Libraries are not often discussed
“Public libraries are assumed to be a part of the fabric of life. People don’t think much about public
libraries until they are threatened.”
“Libraries are good but are just not on the radar provincially or municipally.”
“We do our services so well that nobody complains, so the population does not need to spend much time
paying attention.”
Although support for libraries is widespread, the support is not vocal. Many respondents noted that the
population does not spend much time raising or paying attention to issues concerning libraries. Library
users do so quietly, and non-users generally ignore the topic. Libraries are rarely mentioned in political
discourse, except under exceptional circumstances. Although the news media is generally open to
covering stories about libraries, the subject is not frequently covered.
This theme was mentioned by nearly every respondent, but speculation on reasons varied. It was
suggested that libraries are taken for granted. Because libraries provide services successfully, bring
forward balanced budgets, and generally hide their struggles, people assume libraries will never change.
They are not seen as needing constant and vocal support to flourish and improve.
Libraries are changing, not well understood
“It seems many people have the impression that computers will render libraries obsolete.”
“Many users forget the range of services libraries provide.”
Many respondents noted that the notion of the public library is in a transition. According to
respondents, this transition can be largely attributed to technological changes and other innovations.
Libraries used to be focused on books and collections, but are increasingly focused on offering access to
electronic resources and other services. Although many respondents noted a marked increase in
1
All direct quotations: Anonymous Saskatchewan Library Partners. (July-August, 2014). Interview.
Saskatchewan Learning Provincial Library. (April, 2005). Public Libraries: Contributing to the Economic,
Social Well-Being and Lifelong Learning of Saskatchewan People. Retrieved August 11, 2014, from
http://www.education.gov.sk.ca/Public-Libraries-Economic-Social-Well-Being-Lifelong-Learning
2
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
electronic users and self-directed library use, the transition to the “modern library” is not necessarily
well known or understood by those outside the library community.
Many respondents also noted the population’s difficulty in understanding the evolving library: the public
generally thinks and speaks of libraries being solely about books. These people see that internet search
engines are the first choice for conducting research and believe that books, and consequently libraries,
are on their way to obsolescence.
Libraries have strained finances
“To provide 21st century library service in Saskatchewan we require significant funding increases for staff
and equipment.”
A number of respondents noted financial pressures experienced within their library system. According
to the Saskatchewan Bureau of Statistics, Provincial Grants to libraries increased by 21.9% between
1991 and 2009. This increase includes increases associated with funding special projects, so the general
increase in operating grants given by the provincial government is indeed lower than 21.9%. During this
same period, the Saskatchewan Consumer Price Index increased by 46.3%.3 These trends have
continued until the present. To help offset the funding shortfall, municipal contributions through levies
and mill rates have increased, but not to the extent capable of relieving this pressure. Many
respondents noted the current funding received makes it difficult to maintain the quality of service
offered while modernizing, and mentioned having had to reduce staff in the past to balance budgets.
Also, municipal grants fund municipal libraries and not regional headquarters. Because regional
headquarters rely solely on provincial grants for their operational budget, work performed thereat is
under increased financial pressure.
Libraries have a limited capacity for public relations
“It is not that communications initiatives are not a priority but that it is difficult to find staff resources to
devote to communicating.”
Other than the few public library systems that have comprehensive communications and advocacy
plans, most library systems do not have the public relations expertise, time, or financial resources to
devote to extensive communications initiatives.
The communications initiatives currently in operation among public libraries vary considerably. Most
public library systems have a website and newsletter, and some have a social media presence. Most
regional head offices contact the news media a couple times a year and respond to their calls. They
largely depend on their branches to communicate locally. Many branches distribute posters, handouts,
and brochures. Larger branches frequently contact the news media. Most communication that takes
place has a local and not province-wide focus.
3
Alan Johnston, Southeast Regional Library. (2009). Changes in Municipal and Provincial Grants to
Saskatchewan Regional Library Systems (1991 – 2009) with Saskatchewan Consumer Price Index (CPI)
[Graph].
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
Libraries recognize the importance of public relations
“We need to get the message out there that, without the help and adequate funding, libraries are going
to cease to exist.”
Although their capacity for communicating is limited, most respondents mentioned that communication
is imperative. Many noted the role a successful communications strategy could play in increasing
awareness and understanding of libraries and their issues among citizens and decision-makers,
mobilizing and politicizing dormant library supporters, and, ultimately, securing more funding for
libraries in Saskatchewan.
Many respondents noted the lack of a unified voice for all library partners across the province and
suggested that developing province-wide messages would be beneficial.
Historically, province-wide public relations plans have been initiated. In 2008, the Saskatchewan Library
Association launched the provincial Libraries Matter Campaign to encourage different types of library
promotion across the province. The campaign outlined the importance of advocacy and suggested
advocacy campaign strategies and tactics. It also made available a toolkit that had sample brochures,
news media materials, and letters to decision makers.4
Also, in 2001, the Multitype Library Board created a Public Relations Committee. The committee issued
a report to its Board in 2002 outlining common issues surrounding promotion as it relates to each type
of library across the province. The report stated that there exists a “necessity to promote that working
in libraries is a good thing, that Saskatchewan libraries have value, and that this value is enhanced when
one makes the commitment to pay for professionally trained staff.”5 It also outlined an action plan for
library partners that recommended hiring a public relations professional for the Saskatchewan Provincial
Library; occasionally bringing all people working in the area of library promotion across the province for
a symposium; giving library employees basic public relations training; and creating a promotional
webpage that includes key messages, a list of experts, and promotional tools and templates that can be
easily adapted by different types of libraries to address whatever communications-related
circumstances need to be undertaken.
4
Saskatchewan Library Association. (2008). Libraries Matter Campaign. Retrieved August 11, 2014, from
http://saskla.ca/advocacy/libraries-matter-campaign.
5
Multitype Library Board Public Relations Committee. (November, 2002) Report to the Board. Retrieved
August 11, 2014, from http://www.lib.sk.ca/MLB-Documents-Public-Relations-Committee.
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
Libraries are heterogeneous
“In comparison to other provinces, Saskatchewan has a very strong sense of community, despite our
individual uniqueness, and we have created outstanding services together.”
Many respondents noted that a positive relationship exists between public library systems and that
systems communicate between themselves frequently. However, respondents also mentioned that a
profound diversity exists among library partners that presents a barrier to unified library promotion.
For example, the public library sector in Saskatchewan is divided into seven regional systems which
consist of a large geographical area that contains several cities and towns; two large single-city urban
systems; and a single federated system that coordinates all the community public libraries, school
libraries, special libraries, and regional colleges’ libraries in northern Saskatchewan. These library
systems vary greatly in resources, populations served, and services offered. For instance, as of 2011, the
Regina Public Library served a large population of 194,100 in a small geographical area with 148 full-time
employees while the Pahkistimon Nuye-ah Library System served a small population of 32,029 across a
gigantic geographical region with 25.5 full-time employees.6 Large variances are even present within
library regions, as the size of collections and services offered vary depending on branch size. Some
respondents suggested this diversity is a barrier to unified library promotion.
III.
Objective
The SLTA has commissioned the development of a communication strategy for the organization to help
the organization realize its vision and, ultimately, to ensure the viability of Saskatchewan public libraries
into the future. Specifically, the objective of the communication plan is:
To promote and encourage an environment in which Saskatchewan public libraries are appreciated
and adequately funded.
IV.
Strategies
To achieve the above-stated objective, the Communications Consultant recommends pursuing three
strategies:
A. To promote awareness and appreciation of public libraries and the issues they face in
Saskatchewan among citizens and decision makers.
Public libraries in Saskatchewan need funding increases - a fact of which both library users and nonusers are largely unaware. Decision makers, especially at the provincial level, are also either unaware or
else able to ignore the situation because the underfunding of libraries is not loudly discussed in public
and political discourse. The SLTA should focus on increasing awareness and appreciation.
B. To help facilitate increased communication between all provincial public library partners and
to build a province-wide public library brand and unified provincial library messages.
6
Palliser Regional Library. (2011). Provincial Lobby Backgrounder [Graph].
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
A strong, unified voice advocating for public libraries will be difficult to ignore for decision makers,
especially at the provincial level. Because public libraries in Saskatchewan greatly vary, this voice is
lacking. The SLTA should focus on building a strong provincial public library brand and common
messages to be disseminated by all provincial library partners, as well as on facilitating increased
communication between all provincial public library partners.
C. To make all public libraries’ staff and administration aware of the importance of public
relations and to empower them to promote themselves.
Advocacy is essential for ensuring that libraries are understood, appreciated, and funded. Advocacy
needs to be undertaken by all libraries and library partners. The SLTA should focus on ensuring all
libraries and library partners understand the necessity of advocacy and, in light of limited expertise and
resources, have the tools, templates, and knowledge required to advocate for themselves and the
province-wide library brand.
V.
Target Audiences
This communications plan addresses multiple target audiences for its public relations and
communications initiatives:
External Audiences:
Municipal Governments
The Government of Saskatchewan
Community Partners and Stakeholders
Citizens of Saskatchewan (library users and non-users)
Saskatchewan Association of Rural Municipalities
Saskatchewan Urban Municipalities Association
News Media
Internal Audiences:
Public Library System Board Members
Public Library System Managers and Other Staff
Branch Managers and Other Staff
Provincial Library Partners (SLA, Multitype Library Board, et cetera)
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
VI.
Tactics
The Communications Consultant recommends pursuing the following tactics, to employ the above
strategies:
Tactic
Component
Develop a
province-wide
library brand and
key messages
 Develop a province-wide
library brand and key
messages about public
libraries in Saskatchewan,
their benefits to the province,
and the struggles they face
 Share messaging with all
provincial public library
partners
 Ensure SLTA’s future
messaging shares a similar
viewpoint and information
 Suggest that partner
organizations’ future
messaging shares a similar
viewpoint and information
Develop
promotional
materials
 Develop province-wide
promotional materials such as
posters, advertisements,
brochures, and buttons based
on key messages and brand
 Make promotional materials
available for use by all
provincial library partners
 Encourage library branches
and regions to submit “success
stories” that exemplify the
benefits libraries have on their
community, specifically in
terms of the priorities of the
provincial government
 Catalogue success stories in a
single, easily accessible
location
 Share success stories
throughout the province by
generating news media
coverage
Facilitate success
story sharing
Strategies
Target Audiences
Addressed
A, B, and C  Municipal Governments
 The Government of
Saskatchewan
 Community Partners and
Stakeholders
 Citizens of Saskatchewan
 Saskatchewan Association of
Rural Municipalities
 Saskatchewan Urban
Municipalities Association
 News Media
 Public Library System Board
Members
 Public Library System
Managers and Other Staff
 Branch Managers and Other
Staff
 Provincial Library Partners
A, B, and C  Public Library System Board
Members
 Public Library System
Managers and Other Staff
 Branch Managers and Other
Staff
 Provincial Library Partners
A and B
 Municipal Governments
 The Government of
Saskatchewan
 Community Partners and
Stakeholders
 Citizens of Saskatchewan
 Saskatchewan Association of
Rural Municipalities
 Saskatchewan Urban
Municipalities Association
 News Media
 Public Library System Board
Members
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
Tactic
Component
Strategies
Addressed
 Use success stories in
developing the Minister’s brief
Develop an
advocacy toolkit
Develop an
advocacy-focused
website
 Develop or supplement an
existing library advocacy
toolkit that contains:
information on the
importance of advocacy; a
basic introduction to public
relations; recommended
strategies and tactics; and
anything else that is needed
such as news media contact
lists, sample news releases
and advisories, and sample
letters to decision-makers
 Share toolkit with all provincial
public library partners
 Develop a simple, provincewide, and advocacy-focused
website for both internal and
external audiences
 The website copy will be
informed by the previously
developed key messages
about public libraries in
Saskatchewan, their benefits
to the province, and the
struggles they face
 Library partners will be
encouraged to visit the
website and submit feedback
and content
 The website will host the
collection of Saskatchewan
library success stories, which
will be regularly updated
 The advocacy toolkit and
digital copies of previously
developed promotional
materials will be accessible
through the website
A, B, and C
A, B, and C
Target Audiences
 Public Library System
Managers and Other Staff
 Branch Managers and Other
Staff
 Provincial Library Partners
 Public Library System Board
Members
 Public Library System
Managers and Other Staff
 Branch Managers and Other
Staff
 Provincial Library Partners
 Municipal Governments
 The Government of
Saskatchewan
 Community Partners and
Stakeholders
 Citizens of Saskatchewan
 Saskatchewan Association of
Rural Municipalities
 Saskatchewan Urban
Municipalities Association
 News Media
 Public Library System Board
Members
 Public Library System
Managers and Other Staff
 Branch Managers and Other
Staff
 Provincial Library Partners
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
Communications plans commonly set timelines and estimate costs related to the tactics they suggest
pursuing. However, as the resources allocated to enacting this communication plan are unknown at this
point in time, timelines and costs cannot be estimated. Because of its preliminary nature, this
communications plan is general.
The communications consultant recommends that smaller, more detailed, and focused communications
plans be developed as tactics are prioritized and refined, and resources are allocated. Future plans
should also explore specific tactics to disseminate the key messages this plan recommends creating.
Future tactics could include partnering with Sasktel or Access Communications to create and
disseminate local, library-positive content; arranging trustee advocacy and speaking opportunities with
local service groups such as the Rotary Club of Regina; and organizing regular column contributions in
local newspapers.
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
VII.
Evaluation
The communications plan needs to be regularly reviewed as it is enacted. The SLTA can evaluate the
effectiveness of the outlined tactics with the following methods:
Tactic
Develop a province-wide library brand and key
messages
Develop promotional materials
Facilitate success story sharing
Develop an advocacy toolkit
Develop an advocacy-focused website
Method of Evaluation
 Monitor news media coverage to determine if
key messages are being communicated
 Survey provincial public library partners to
obtain feedback about the brand, the
messages, and their delivery
- Survey provincial public library partners to
determine the extent to which they are using
the STLA developed promotional materials
 Obtain feedback about the effectiveness of the
SLTA developed promotional materials from
provincial public library partners
 Monitor the number of success stories
submitted by provincial public library partners
 Monitor news media coverage to determine if,
when, and where success stories are garnering
news media coverage
 Monitor news media coverage to determine if,
when, where, and in what ways libraries are
mentioned
 Monitor political discourse, by means of the
Legislative Assembly of Saskatchewan Hansard
and municipal government meeting minutes, to
determine if, when, where, and in what ways
libraries are mentioned
 Survey provincial public library partners to
obtain feedback about the SLTA developed
advocacy toolkit
- Monitor website traffic
 Survey provincial public library partners to
obtain feedback about the SLTA developed
advocacy-focused website
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
VIII. Conclusion
Public libraries have benefited the people of Saskatchewan for generations. Although libraries and the
roles they play in the province are appreciated, the topic of libraries is currently not frequently
discussed. Because this topic is not frequently discussed, and library supporters tend to do so quietly,
increasing funding for public libraries has not been a priority for decision-makers. This has led to a
situation where, for many years, funding increases have not kept up with rates of inflation and many
public library systems have strained finances. This issue is compounded by the fact that the province’s
diverse body of public libraries rarely speak with a unified voice. To address this situation, the SLTA
seeks to embark on a communications initiative to promote awareness and appreciation of public
libraries and the issues they face in Saskatchewan among citizens and decision makers; help facilitate
increased communication between all provincial public library partners and to build a province-wide
public library brand and unified provincial library messages; and make all public libraries’ staff and
administration aware of the importance of public relations and to empower them to promote
themselves. As the process begins, it is important to remember that communications and advocacy are
ongoing processes whereby support is built, and change is achieved incrementally. As the process
continues, the SLTA will need to clarify tactics and target audiences further.
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
IX.
Appendix
Saskatchewan Library Trustees Association
Communications Plan Research Survey
Name of respondent: _______________________________
Name of organization: ______________________________
This survey consists of 22 questions – 14 multiple choice questions and 8 short answer questions. For the
multiple choice questions, please select the answer that best describes your organization’s situation
regarding the stated question. If you feel further clarification would be beneficial, please elaborate in the
space provided below the question. Please answer the short answer questions as fully and honestly as
possible. The more thorough the data derived from this survey, the better the communications plan will
be, and the better the SLTA will be able to support your organization.
Please note that all surveys submissions will be confidential. The answers given will help inform the
development of the communications plan and will be destroyed shortly after that process is completed.
Thank you for your time and consideration. Your help in completing this survey is greatly appreciated.
Multiple Choice Questions
1. To what extent does your organization work collaboratively with the other regions?
(1)
(2)
(3)
(4)
(5)
We are very independent.
We are quite independent but do occasionally collaborate.
We work independently but collaborate fairly frequently.
We collaborate frequently.
We collaborate with the other regions all the time.
If you would like to, please elaborate:
2. To what extent does your region communicate with the other regions?
(1)
(2)
(3)
(4)
(5)
We never communicate with the other regions.
We rarely communicate with the other regions.
We sometimes communicate with the other regions.
We often communicate with the other regions and bounce ideas back and forth.
We are constantly in communication with the other regions.
If you would like to, please elaborate:
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
3. To what extent does your region communicate with the SLTA?
(1)
(2)
(3)
(4)
(5)
We never communicate with the SLTA.
We rarely communicate with the SLTA.
We sometimes communicate with the SLTA, mostly in special cases.
We often communicate with the SLTA.
We are constantly in communication with SLTA.
If you would like to, please elaborate:
4. To what extent does the SLTA communicate with you and your region?
(1)
(2)
(3)
(4)
(5)
The SLTA never contacts us.
The SLTA rarely contacts us.
The SLTA sometimes contacts us, mostly in special cases.
The SLTA often and regularly contacts us.
We are constantly in communication with SLTA.
If you would like to, please elaborate:
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
5. How strong would you say the sense of solidarity and community is amongst library regions in
Saskatchewan?
(1) There is no sense of community and solidarity among the regions.
(2) There is some sense of community and solidarity among the regions, but each region is very
independent.
(3) There is a sense of community and solidarity among the regions, but it could be improved.
(4) There is an adequate sense of community and solidarity among the regions.
(5) There is a strong sense of community and solidarity among the regions.
If you would like to, please elaborate:
6. To what extent do you think users of your library understand the programming offered at your
library?
(1) All or nearly all of our library users know very little about the variety of services and
programming our library offers.
(2) The majority of our library users know very little about the variety of services and programming
our library offers. They use a single service and seem to be unaware of our other offerings.
(3) Some of our users understand the variety of services and programming our library offers.
(4) Most of our users understand the variety of services and programming our library offers.
(5) Everyone who uses our library has a thorough understanding of the variety of services and
programming our library offers.
If you would like to, please elaborate:
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
7. To what extent do you think users of your library appreciate the important role libraries play in
your community?
(1) Very few of our library users appreciate our library and understand the service it provides to our
community.
(2) A few of our library users appreciate our library and understand the service it provides to our
community, but the majority of our users do not think much about it.
(3) Some of our library users appreciate our library and understand the service it provides to our
community, but many of our users do not think much about it.
(4) Many of our library users appreciate our library and understand the service it provides to our
community, but some of our users do not think much about it.
(5) All of our library users greatly appreciate our library and understand the service it provides to
our community.
If you would like to, please elaborate:
8. To what extent do you think people in your community who do not regularly use your library
understand the programming offered at your library?
(1) The vast majority of people in our community know very little about the variety of services and
programming our library offers.
(2) Most people in our community know very little about the variety of services and programming
our library offers.
(3) Some people in our community understand the variety of services and programming our library
offers but many do not.
(4) Most people in our community understand the variety of services and programming our library
offers.
(5) Almost everyone in our community has a thorough understanding of all programming we offer.
If you would like to, please elaborate:
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
9. To what extent do you think people in your community who do not regularly use your library
appreciate the important role libraries play in your community?
(1) Very few people in our community appreciate our library and understand the service it provides
to our community.
(2) A few people in our community appreciate our library and understand the service it provides to
our community, but the majority of people in our community do not think much about it.
(3) Some people in our community appreciate our library and understand the service it provides to
our community, but many people in our community do not think much about it.
(4) Many people in our community appreciate our library and understand the service it provides to
our community, but some people in our community do not think much about it.
(5) Everyone in our community greatly appreciates our library and understand the service it
provides to our community.
If you would like to, please elaborate:
10. To what extent does your region focus on external communications and library advocacy?
(1) Our region does not invest any time or money into external communications and advocacy.
(2) Our region rarely undertakes communications initiatives. We occasionally communicate with
the public, but we are primarily focused on other priorities.
(3) Our region sometimes undertakes communications initiatives, but it is not a priority.
(4) Our region often undertakes communications initiatives. They are an important part of the work
we do at our region.
(5) Our region has developed a comprehensive communications plan developed and work diligently
to build a brand, communicate with the public, and advocate for libraries.
If you would like to, please elaborate:
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
11. To what extent do you believe local opinion leaders (newspaper columnists, radio pundits,
etcetera) and community decision makers (politicians) understand and appreciate the contributions of
your library to the local community?
(1) Among this group of people, no one seems to appreciate libraries or understand the
contributions they make to benefit our local community. Some people even vocally oppose
them.
(2) Among this group of people, some appreciate libraries but the majority are ambivalent or
apathetic.
(3) Among this group of people, there is a fair bit of appreciation for libraries, but there is also a
significant portion of the population that is apathetic.
(4) Among this group of people, many people appreciate libraries and understand the contributions
they make to benefit our local community.
(5) Among this group of people, the vast majority of people understand and appreciate the
contributions libraries make to benefit our local community.
If you would like to, please elaborate:
12. To what extent do you believe the topic of libraries is broached in local political discourse (appears
in media or as electoral issues)?
(1) No one ever talks about libraries.
(2) No one talks about libraries unless it is in response to specific and irregular issues such as
closures or funding cuts.
(3) The subject of libraries occasionally comes up, but media impressions are few and far between.
(4) The subject of libraries is discussed, although not nearly as often as other issues.
(5) The subject of libraries is an important political issue that is often discussed.
If you would like to, please elaborate:
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
13. To what extent do you believe opinion leaders (newspaper columnists, radio pundits, etcetera)
and decision makers (politicians) across the province understand and appreciate the contributions of
libraries to the province?
(1) Among this group of people, no one seems to appreciate libraries or understand the
contributions they make to benefit our province. Some people even vocally oppose them.
(2) Among this group of people, some appreciate libraries but the majority are ambivalent or
apathetic.
(3) Among this group of people, there is a fair bit of appreciation for libraries, but there is also a
significant portion of the population that is apathetic.
(4) Among this group of people, many people appreciate libraries and understand the contributions
they make to benefit our province.
(5) Among this group of people, the vast majority of people understand and appreciate the
contributions libraries make to benefit our province.
If you would like to, please elaborate:
14. To what extent do you believe the topic of libraries is broached in political discourse (appears in
media or as electoral issues) across the province?
(1) No one ever talks about libraries.
(2) No one talks about libraries unless it is in response to specific and irregular issues such as
closures or funding cuts.
(3) The subject of libraries occasionally comes up, but media impressions are few and far between.
(4) The subject of libraries is discussed, although not nearly as often as other issues.
(5) The subject of libraries is an important political issue that is often discussed.
If you would like to, please elaborate:
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
Short Answer Questions
15. Have you noticed any major changes in the demographics of your library’s users over the past
decade, in the number of library users, or in the type of services they use at the library?
16. Have you noticed any major changes to public discussions regarding the importance of and need for
libraries over the past decade? If so, in what way has the discussion changed?
17. How does your organization communicate with your community? Do you use newsletters or other
similar modes of communication?
18. How does your organization communicate internally?
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Saskatchewan Library Trustees’ Association Strategic Communication Plan, September 1, 2014
19. How often is your organization in contact with the media? Do you seek coverage by distributing
media advisories or releases, or is contact typically limited to responding to media inquiries?
20. Does your organization currently have communications goals or a defined communications plan? If
so, what are the details? If not, do you think a communications plan would be helpful? Why or why not?
21. In what ways would you like the SLTA to support and enhance the communications portfolio of your
organization?
22. Is there any other information you think might be relevant to this project that you would like to
share?
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